客户关系管理咨询步骤CRM.ppt

RolandBerger PartnerGmbH InternationalManagementConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest BuenosAires Delhi Detroit D sseldorf Frankfurt Hamburg Kiev KualaLumpur LisbonLondon Madrid Milan Moscow Munich NewYork Paris Prague Riga Rome S oPaulo Shanghai Stuttgart Tokyo Vienna Zurich CustomerRelationshipManagement Consultingapproach Munich June2002 Thisdocumentwascreatedfortheexclusiveuseofourclients Itisnotcompleteunlesssupportedbytheunderlyingdetailedanalysesandoralpresentation ItmustnotbepassedontothirdpartiesexceptwiththeexplicitpriorconsentofRolandBerger Partners ContentPage A Introduction3B Projectobjectivesandscope12C Approach16C 1CRMtargetsetting19C 2CRMstrategyandtechnologyconcept34C 3CRMimplementation74D References77E Appendix SupportingtoolstoimplementCRM81E 1TheInternetasasupportingCRMtool82E 2ThecallcenterasasupportingCRMtool93 A Introduction TheimportanceofanintegratedCustomerCareapproachreceivesincreasingawarenessattopmanagementlevelallovertheworld Source ForresterResearch basis 50SalesmanagersofFortune500companies Doyouhaveasingle integratedviewofthecustomertoday Howimportantisasingle integratedviewofthecustomeracrossyourcompany Veryimportant Critical Somewhatimportant Notatallimportant Yes Somewhat Notreally Notatall Inthefuture acompany svaluewillincreasinglydependonthevalueofitscustomerbase Factorsinfluencingcorporatevaluation Marketvalueaddedmethod Discountedcashflowmethod Multiplesmethod Customerlifetimevaluemethod Customeracquisi tioncostmethod Industrialsociety Informationsociety Traditionalindustrialcompanies e g manufacturingindustry Servicecompanies e g consultingfirms softwarecompanies Internetcompanies Assets Employeebase Customerbase Source RolandBerger Partners Thevalueofthecustomerbaseisdeterminedbythekeyfactorsindividualcustomervalueandsizeofthecustomerbase Valueofcustomerbase corporatevalue Source RolandBerger Partners ThemarketvalueoftheleadingInfoComcompaniesclearlyexceedsthatofOEMs thecustomerbaseisthekeysuccessfactor Source RolandBerger Partnersanalysis Overviewofcustomerownershipandmarketvalue Numberofcustomersinmillions 12 99 MarketvalueinDMbillions 12 99 DM1 000 customer DM1 100 customer DM1 700 customer DM4 700 customer DM16 300 customer DM10 700 customer DM18 800 customer DM4 500 customer DM2 800 customer Pointsofcustomercontact ShoppingTV mediaTelephone mobile BankingSportCar Managingthecustomerrelationshipisakeylevertoincreaseshareholdervalue Marketandcustomervalue Example Managingthecustomerrelationship Marketvalue bnEuro CustomerValue Euro Today 0 4 12 99 1 000 Current 0 6 3 6 Potential Future 1 500 Microsoft 9 000 AOL Calculationbasis 400 000customers Source RolandBerger Partners CRMisastrategydesignedtoincreaseindividualcustomervaluebyestablishingalong termandsystematiccustomerrelationship Learningrelationship Generating recordingcustomerdata Ongoingcustomerrelationship 2 3 4 1 Identification InformationanalysisCustomerprofiles ForecastingbuyingbehaviorMonitoringsuccess Initialcontactwithcustomer 0 Developingcustomerbenefits e g Value addedservicesCustomizedoffers IncreasedcustomerretentionWiderrangeofservicesHigherefficiencyincontactingcustomers Source RolandBerger Partners The knowledgecycle isthekeytosuccessfulCRMwhendealingwithcustomers Actionstosupportnetworkeffects Source Hagel Armstrong RolandBerger Partners Community generatedcontent OnlinediscussionsformembersCreateprofiles Partnershipswithotherorganisations CrossadvertisingPartnershipswithroadsideassistance Creationofamarketplace auction ShoppingmallsPartnershipwithauctionprovider Questionairesonthenet ExperiencewithaproductCustomerhistory profile Needtolog inforeachmember FornewslettersFormembership Continousreportofindividualinformation Monitoringofweb usage focusofinterest Promotionsofmember to memberinteraction Personalizede mailsystemformembersPersonalwebpage Customizedinteraction Servicereminders Conservingrelationships ProductupdatesArchiveofchatcontributionsBonusprogrammes e g webmilesbasedonaftersalesfrequency Increasedcontentattractivity Betterknowledgeabouttheclient Higherloyalty Examples Examples Examples Increasingreturnofmarketing Sales 1 2 3 ThekeyleverforCRMsuccessistheInternet innovativeoptionsforindividualcustomercontact 3 1 2 Maximumcustomerpotential Maximumvolume Product servicerangeaddressed Currentcustomervalue Marketing salescost OpportunitiesofferedbytheInternet Source RolandBerger Partners B Projectobjectivesandscope Thestrategicgoalsaimatsustainablegrowthandprofitability Enhanceidentification segmentation conquestandloyaltyofcustomers StrategicgoalsofCRM Havingaclearideaofthecustomers currentandfutureneeds ReinforcingtheawarenessoftheGroupandofitsservicemix Increasingcustomersatisfaction Respondingquicklyandefficientlytothecustomerbearinginminditseconomicvalue Source RolandBerger Partners TheprojectobjectivesaimataseamlessimplementationofCRMfromvisiontosystemsintegration CRMprojectobjectives Source RolandBerger Partners Theprojectcoverstheentirebusiness channelmatrixwithCRMapplicationstoattract penetrateandretaincustomers CRMapplicationsPersonalizedcustomerdialoguePersonalizedofferingsCustomerretentionmodule Direct Ownconcess SIVA INTERBANCO COMEPOR Channel Business Business channelmatrix 3rdpartyconcess MULTIRENT Tele mktg Promo tors Inter banco Multi rent Inter net Stores Inter national LGA SIXT RETALHO Example Source RolandBerger Partners C Approach Implementation TheapproachtodefineandimplementCustomerRelationshipManagementconsistsofthreephases Objectives Targetsetting CRMstrategyandtechnologyconcept 1 2 3 AnalysisofcustomerrequirementsBenchmarkingandBestPracticeanalysisEvaluationofexistingCRMmeasuresDevelopmentofCRMvisionandtargetsystemEstimationofpotentials Source RolandBerger Partners DevelopmentofadetailedCRMstrategywithintheoverallsales marketingstrategyPersonalcustomerdialoguePersonalizedofferingsCustomerretentionDesigningatechnologyconceptinco operationwithCRMsystemsprovidersSetupofdetailedCRMbusinesscase ImplementationofCRMstrategyandtechnologyconcept workprogramtobedetailedduringphaseII Thecustomerrelationshipmanagementstrategycanbereadyforimplementationin4 5months Projectmonth Activity 1 2 1Targetsetting2 CRMstrategyPersonalcustomerdialoguePersonalizedofferingsCustomerretentionprogramProcessandorganizationalimplicationsPilotimplementation3 TechnologyconceptIT AuditData modelandIT infrastructureplanSoftwareandserviceproviderselection4 Implementation 3 4 Source RolandBerger Partners Timing 5 C ApproachC 1TargetsettingC 2CRMstrategyandtechnologyconceptC 3Implementation Keyquestions targetsetting WhatcustomersegmentsareaddressedbytheCRMstrategyandwhatarethesegment specificcustomerrequirements Whichbenchmarksandbestpracticescanbederivedfromautomotiveandnon automotiveCRMapplications Howiscurrentcustomerinformationdeficittobetackled TowhatextentcantheprojectbuilduponexistingCRMmeasuresintheGroup WhatisthevisionastheguidelinetodefinetheCRMstrategy Whatarequantifiedandmeasurabletargetstoevaluatebusinessoptionsandtotracktheimplementationprocessinaconsistentway Whatoverallbusinesspotential additionalrevenuesandimprovedmargins isassociatedwiththeimplementationofCRM Source RolandBerger Partners The targetsetting phasecanbecompletedwithin4weeks 1 Projectweek Activity 1 2 3 4 Workschedule targetsetting 1 AnalysisofcustomerrequirementsDefinitionofrelevantcustomersegmentsfortheCRMstrategyIdentificationofsegmentspecificrequirementswithregardtoCRMapplications2 BenchmarkingandBestPracticeAnalysisIdentificationofrelevantbenchmarkingtargetsGatheringofbechmarkingdatafromRB PdatabasesandexternalsourcesDefinitionofrelevantbenchmarksandbestpractices3 EvaluationofexistingCRMmeasuresAnalysisofexistingpoint of contactstructureofcustomersDocumentationandevaluationofexistingCRMactivities Source RolandBerger Partners The targetsetting phasecanbecompletedwithin4weeks 2 Projectweek Activity Workschedule targetsetting 4 DevelopmentoftheCRMvisionandtargetsystemBreakdownofCRMgoalsintodetailedtargetsDefinitionoftargetweightsandmeasuresSetupofbalancedscorecardforentireproject5 EstimationofpotentialsEstimationofsegment specificrevenueandmarginimprovementsRoughassessmentofcostandinvestmentrequirements 1 2 3 4 Source RolandBerger Partners Theanalysisofcustomerrequirementswilldeliversegment specificCRMrelatedneeds Businesstobusiness Businesstoconsumer CostreductionReductionofprocessingtimesServicedegree accesstoservices ConvenienceInformation ondemand IndividualproblemsolvingEntertainmentPriceadvantages Customerneeds QualityofserviceEfficiencyimprovementInnovativebusinessmodels Customerloyalty penetrationReachnewcustomersBrandimage Objectives 1 Fleets directcustomers Source RolandBerger Partners BenchmarkingandbestpracticeanalysiswillrevealfeasibleandattractiveCRMopportunities Example CRMrelatedcontentatPorsche PostcardsViae mailCollectssenderandrecipientaddresses CompanylinksNodataentryPersonalizationviacookiesonly TravelclubDifferenttraveloffersOnlineapplicationTotalpersonalization PorschenewsletterNewslettersubscriptionCollectse mailaddresses GuestbookNopersonalizationsinceonlyentryofnamerequired GamesSimplelittlegamesPersonalinformationentryrequiredinordertobelistedinhighscoretables Source RolandBerger Partners Transferablebestpracticescanalsobederivedfromnon automotivebenchmarkingtargets Bonusprogram Customer specific Customersegment specific Nocustomiz ation Ownproduct servicerange Entiredemandrange Degreeofindividuality Degreeofdemandcoverage HolisticCRMplayers Cross selling No Yes Source RolandBerger Partners Particularlytheairlineindustryisleapfroggingthedevelopmentincustomerretentionprogramsincludingpersonalizedservicesfortargetsegments AmericanAirlinesIin1995Objectives OnlinebookingsfromUS 1 7mperday max in1998uptoUS 500mtotalin1999 furtherexpansionofone to onecustomercustomerrelations Earningmiles Fly AA BA CanadianAirlines CathayPacific Finnair Iberia QuantasAirlines JapanAirlines Swissair etc EachInternetvisitorreceivesanoffertailoredtoher hishistoryandindividualprofile Atpresent thereare 35mAAdvantage members 1 7mofwhichhavealreadyvisitedtheInternetwebsite Generalinformation Product servicerangeandpartners PersonalizedInternetservices Success Hotels BestWestern HolidayInn etc Carrentals Alamo Avis Hertz etc Shopping Golf Dining etc Usingmiles Fly hotels carrentals trips Top tierAadvantagemembershaveaccesstoapersonalizedAApage Morethan35 ofthetop tiermembersusetheonlineofferRecord bookingday1998 US 1 7m Source RolandBerger Partners Thepoints of contactanalysisissupportedbyspecifictoolsandresultsinaroughestimateofhowCRMfunctionscanbeoptimallyapplied Segment specificpoints of contactanalysissupportedbytools Transaction Channels Internet Callcenter Salesforce Logisticsservices Presales Sales After sales CustomersegmentA CustomersegmentB CustomersegmentC Points of contacttool Whatarethepointsofcontact Whatinformationisgeneratedatthesepoints Howisthisinformationaggregated evaluated utilized Whatadditionalinformationshouldbecollected costorientation Whatfurtherpointsofcontactshouldbesetup Whatanalysisresultsaretobeexpectedfromthefutureinformationbase Howwide detailedarefuturecustomerprofiles Whatisthepresumedfrequency intensityofthepointsofcontact Etc Source RolandBerger Partners Lifecyclemanagement Informationandcomplaintmangement Customerserviceconcept Segment specificprograms Source RolandBerger Partners ExistingCRMactivitieswillbeevaluatedintermsoftheirpotentialofbeingintegratedintotheoverallCRMstrategy Lackofstrategicdirectionandprocessorientation CustomerlifecyclemanagementProspectivecustomerserviceCustomerservicepre salesCustomerserviceaftersalesNewcustomerprogramReactivation recoveryprograms VehiclecyclemanagementServicecard plannedfirstupgrade ServiceprogramSegmentII III IntegratedcustomerlifeandvehiclecyclemanagementServicecard plannedsecondupgrade InformationmanagementProspectivecustomerservice ComplaintmanagementDefinitionofresponsetimesCatalogofrulesforcoolingoffcustomersProactivereactivation recoveryappeal TradeserviceprogramCustomerretentionServicecoupons ServiceprogramNewmedia electronicsReal spaceworlds Forum Representation Forumfortechnology history APlusexpandedservices Tourism ExpansionofassistanceBrand oldtimerclubMobilityguarantee PremiumprogramVIPservice OthercustomergroupsCompanies Fleetmanagement Industrialcustomerservice MajorcustomerserviceTaxicustomers Taxicustomerprogram AgegroupprogramYouthYouthprogram Projectexample AnalysisofexistingCRMactivitiesforpremiumOEM Thevisionwilldefinethefuturepositioningtowardsthecustomerrelationship AddressattractivecustomersegmentsinmanypartsofthedemandrangeCoverproduct servicerangewiththehelpofpartnersEstablishandtradeowncurrency e g Miles Buxx PersonalizeofferandpricingbasedoncustomerbehaviorUsetheInternet viadifferentaccessmedia asmainchanneltoreachthecustomerCutothercompaniesfromcustomeraccess Customerretentionvision2005 TotalCustomerOwnership CRMplayerA FinancialService Mobiletelecom Gro ceries Ele tronics Mobility CD books Personalizedoffer Source RolandBerger Partners Theevaluationofthetargetsystemwillallowthedefinitionofaclearhierarchicalorder TargetsystemCRMstrategy 1 Source RolandBerger Partners thatwilltranslateintoascorecardrequiredinthefirstphasetoevaluatebusinessoptions TargetsystemCRMstrategy 2 Phase1 Objective Weight ObjectiveSub objective1OperatingobjectiveOperatingobjective Sub objective2OperatingobjectiveOperatingobjective 0 50 20 050 10 30 150 1 Evaluatebusinessoptions Phase2 Phase3 Monitoring Implementationmilestones Deriveperformancetargetsfromselectedbusinessoptions Source RolandBerger Partners Theindividualweightsofthetargetswillbedefinedinteractivelyandrepresenttheirrelativeimportance Projectexample targetsystemfore commercestrategy Increaseshareholder value Improveprofitability 31 Strengthenbrands 35 Increasechannelcontrol 34 Avoidanceoflostsales 7 Increaseofsales 6 ECOMROI 6 Channelcostreduction 6 Improvedplanning 6 Customerretention 8 Conquest 7 Imagecontribution 7 Web sitefidelity 6 Compliancewithbrandstrategy 7 Controlofcustomerdata prospects 9 Servicequality 7 Group coherentoffering 6 Top 3competitiveoffer 5 Time to market 7 Source RolandBerger Partners Inthecourseoftheactualpotentialestimation partsofthecustomerstrategydevelopmenthavetobeanticipated Segment specificestimationofpotential Basedonbusinessplan Prod serv range Segment A B C D Resultspectrum Spectrumtobeaddressed N Focussegments Trans action Channels Internet Callcenter Salesforce Logisticsservices Presales Sales After sales Expectedsales atoptimumCRMuse Cost RealisticCRMpotential Estimatingsegment specificpotential Identifyingfocussegments EstimatingCRMcost Etc FrequencyDegreeofindividualizationetc Source RolandBerger Partners C ApproachC 1TargetsettingC 2CRMstrategyandtechnologyconceptC 3Implementation Keyquestions CRMstrategyandtechnologyconcept Whataretheopportunitiestointensifythedialoguewiththecustomerandimprovecustomerknowledgetoincreasecustomerloyaltyandcross selling Whatarethemostpromisingbusinessoptionstodeveloppersonalizedcustomerbenefitsthroughcustomizedoffersandvalueaddedservices Whatarethemostpromisingbusinessoptionstoestablishanongoingcustomerrelationshipthroughcustomerretentionprograms WhatarethenecessaryadaptationsinprocessesandorganizationalstructuretoimplementCRM WhatisthemainimpactontheexistingIT Infrastructuredueto translating strategydefinitionsinIT Logic Whichfunctionalitycouldbeimplementedbychoosing bestofbread softwarecomponents WhateffortshavetobedonetoreachquickandlastingresultsinastableIT environment Source RolandBerger Partners D 2 1CRMstrategy TheCRMstrategycanbecompletedwithin14weeks Workschedule CRMstrategy Source RolandBerger Partners Projectweek Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1 PersonalcustomerdialogueConceptPilotimplementation 2 PersonalizedofferingsConceptPilotimplementation 3 CustomerretentionprogramConceptPilotimplementation 4 Processandorganizationalimplications Personalcustomerdialogue Personalizedofferings Customerretention Processandorganizatinalimplications DevelopbusinessoptionsperactionfieldContentContactfrequencyCustomercontactpointsEvaluateandselectbusi nessoptionsaccordingtothetargetsystemDevelopcriteriacatalogueforthetechnologyconceptDerivecontrolmeasures Definecorecompetencies make or buyIntegrateexternalserviceprovidersDefineprocesses processchanges clearlyintegratedintoexistingmarketing salesprocessesDeriveorganizationalstructureChangemanagement transformation DevelopbusinessoptionsperactionfieldBonusprogrammesCommunitiesMsitesetc Evaluateandselectbusi nessoptionsaccordingtothetargetsystemDetailbusinessoptionsScope customerseg ments businessunits ContentFunctions processesPartneringconceptBusinessplan DevelopbusinessoptionsperactionfieldProducts servicesrangeCross sellingDegreeofindividualiza tionEvaluateandselectbusi nessoptionsaccordingtothetargetsystemDetailbusinessoptionsCustomercontact fore castingPartneringconceptBusinessplan FourstepswillderiveawinningCRMstrategy ProjectapproachCRMstrategydevelopment Source RolandBerger Partners Howtoindividualizecustomercontact Personalcustomerdialogue Keyquestions Personalcustomerdialogue BasedonthecustomercontactanalysisofphaseI Atwhichcontactpointsshouldthecustomerdialoguebeintensified Arethecurrentcontactpointssufficient Whatareadditionalopportunitiestocontactthecustomerinthemostefficientwaytofurtherincreasecustomerloyaltyandcross selling Whatarethedatarequirementsforanefficientcustomerdialogue Whichtechniquesshouldbeappliedinordertoforecastcustomerbuyingbehavior WhatarethenecessaryadaptationsamongthedifferentcompanieswithintheGroupintermsofcustomercontactpoints contentandcontactfrequencyinordertoensuremaximumefficiencyofthecustomerdialogue WhataretheappropriatecontrolmeasurestosafeguardtheachievementofthetargetssetinphaseI Source RolandBerger Partners Thepersonalcustomerdialogueconceptcanbecompletedwithin6weeks Projectweek Activity 1 2 3 4 5 6 1 DevelopmentofbusinessoptionsforpersonalcustomerdialogueAssessmentofthecurrentpersonaldialogueactivitiesamongtheGroup